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Chats, Interpersonal skills, People Skills, Psychology, Uncategorized, Work skills

The People Skills Revolution – an organisational development approach

People Skills Revolution – an organisational development approach 

 

Since writing the original People Skills Revolution I have become aware of the potential to use the step by step approach to developing sophisticated people skills as an organisational development tool. I believe the approach if

developed from the bottom up at a ‘grass roots’ level and supported from the

‘top’ as a strategic initiative would substantially contribute to a high

performance organisation. This could be achieved with a minimum of cost and achieve huge benefits in terms of improved customer service, clear focus, reduced stress and increased profits. 

 

The defining characteristics of such a culture would be a focus on production rather than drama and the creation of an enjoyable, ‘can do’ attitude to work. This in turn would engender great customer service, and significantly increase the client base leading to greater profit and satisfaction levels. 

 

From my previous experience of organisational development it has become

clear to me that a very small minority of senior managers can sabotage an

initiative when operating at board level or just below it. When I mentioned

using the group approach to organisational culture change, I was surprised that the chief executives and the directors of finance I was speaking to had all considered how to use the approach in their own environments. All of them suggested that the book and the techniques would be most useful when used alongside coaching for their senior managers. 

 

I added to this by saying that from my experience once people had started on

the approach and had access to the People Skills Revolution techniques that

most people only seemed to need three sessions at monthly intervals before

they became ‘hooked on the success’ that these step by step approaches and

strategies can provide. 

 

As an interesting addendum to this idea, one director who had known me and had been familiar with the People Skills Revolution approach for many years suggested that as a director of finance he would only offer the opportunity of coaching to the people in the organisation that would benefit from it. He was keen to ensure that at board level those who had a tendency to become entrenched in organisational politics and games did not get the chance to develop the skills that would enable them to do this in a more sophisticated and dramatic way.

 

Which brings me back to the point that the People Skills Revolution approach is a step by step approach to empower people to develop sophisticated people skills which will benefit them, the groups they are a part of, the organisations they work in and finally the wider community. 

 

People Skills Revolution – an organisational development approach 

 

Since writing the original People Skills Revolution I have become aware of the potential to use the step by step approach to developing sophisticated people skills as an organisational development tool. I believe the approach if

developed from the bottom up at a ‘grass roots’ level and supported from the

‘top’ as a strategic initiative would substantially contribute to a high

performance organisation. This could be achieved with a minimum of cost and achieve huge benefits in terms of improved customer service, clear focus, reduced stress and increased profits. 

 

The defining characteristics of such a culture would be a focus on production rather than drama and the creation of an enjoyable, ‘can do’ attitude to work. This in turn would engender great customer service, and significantly increase the client base leading to greater profit and satisfaction levels. 

 

From my previous experience of organisational development it has become

clear to me that a very small minority of senior managers can sabotage an

initiative when operating at board level or just below it. When I mentioned

using the group approach to organisational culture change, I was surprised that the chief executives and the directors of finance I was speaking to had all considered how to use the approach in their own environments. All of them suggested that the book and the techniques would be most useful when used alongside coaching for their senior managers. 

 

I added to this by saying that from my experience once people had started on

the approach and had access to the People Skills Revolution techniques that

most people only seemed to need three sessions at monthly intervals before

they became ‘hooked on the success’ that these step by step approaches and

strategies can provide. 

 

As an interesting addendum to this idea, one director who had known me and had been familiar with the People Skills Revolution approach for many years suggested that as a director of finance he would only offer the opportunity of coaching to the people in the organisation that would benefit from it. He was keen to ensure that at board level those who had a tendency to become entrenched in organisational politics and games did not get the chance to develop the skills that would enable them to do this in a more sophisticated and dramatic way.

 

Which brings me back to the point that the People Skills Revolution approach is a step by step approach to empower people to develop sophisticated people skills which will benefit them, the groups they are a part of, the organisations they work in and finally the wider community. 

 

People Skills Revolution – an organisational development approach

 

Since writing the original People Skills Revolution I have become aware of the potential to use the step by step approach to developing sophisticated people skills as an organisational development tool. I believe the approach if developed from the bottom up at a ‘grass roots’ level and supported from the ‘top’ as a strategic initiative would substantially contribute to a high performance organisation. This could be achieved with a minimum of cost and achieve huge benefits in terms of improved customer service, clear focus, reduced stress and increased profits.

 

The defining characteristics of such a culture would be a focus on production rather than drama and the creation of an enjoyable, ‘can do’ attitude to work. This in turn would engender great customer service, and significantly increase the client base leading to greater profit and satisfaction levels.

 

From my previous experience of organisational development it has become clear to me that a very small minority of senior managers can sabotage an initiative when operating at board level or just below it. When I mentioned using the group approach to organisational culture change, I was surprised that the chief executives and the directors of finance I was speaking to had all considered how to use the approach in their own environments. All of them   suggested that the book and the techniques would be most useful when used alongside coaching for their senior managers.

 

I added to this by saying that from my experience once people had started on the approach and had access to the People Skills Revolution techniques that most people only seemed to need three sessions at monthly intervals before they became ‘hooked on the success’ that these step by step approaches and strategies can provide.

 

As an interesting addendum to this idea, one director who had known me and had been familiar with the People Skills Revolution approach for many years suggested that as a director of finance he would only offer the opportunity of coaching to the people in the organisation that would benefit from it. He was keen to ensure that at board level those who had a tendency to become entrenched in organisational politics and games did not get the chance to develop the skills that would enable them to do this in a more sophisticated and dramatic way.

 

Which brings me back to the point that the People Skills Revolution approach is a step by step approach to empower people to develop sophisticated people skills which will benefit them, the groups they are a part of, the organisations they work in and finally the wider community.

 Extract from the People Skills Revolution Handbook published by Global Profes

 

 

 

 

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